In a connected world, we must adapt even faster, even better to changes.

Whether following a diagnosis that we have made or to answer a need already clearly identified, Quorsum intervenes quickly for short missions. Far from a theoretical approach, the objective is to allow decisions to be made and the tools available are therefore selected for this purpose. Some examples:

Business Model Canvas

The choice, the formulation or the simple precision of the activity model; another way to see the company and ask the right questions.

Blue Ocean

(or the cult of difference): how to satisfy your customers rather than copying your competitors


(how to differentiate): the identification of the market through the perception of your customers and the choice of your strategy of differentiations.

Known tools in a revised approach (more dynamic, more “lean”). No long reports, but analysis, presentations that you will actually use to objectify a conviction, to convince a partner or a banker.

Most of our interventions can be subsidized thanks to the Walloon Region’s business vouchers and the Brussels Region’s premiums for consultancy services.

50 to 100%


We prepare these requests with you.

Specific and short trainings

If needed, Quorsum offers SME managers and / or their management brief and specific training, in small groups or individually, to refresh the knowledge necessary for strategic analysis and reflection. These half-day workshops each deal with the choice of the business model, business plan, financing, marketing strategy development, governance and communication.
For more comprehensive and in-depth approaches, we recommend the Solvay Entrepreneurs Leadership & Development program.

The human factor

Traditional hierarchical structures are rarely adapted and managers themselves are often poorly prepared for the need for continuous training for employees to cope with permanent change. Before the practical trainings, it is the mentalities that must be modified so that individuals can understand, recognize, then accept and finally integrate the need for change and the need to apply it in their own work. Then, the concrete passage from (business) plan to reality can be a source of stress and difficult decisions to make; the same goes for a diversification or when changing team and/or service.